Adobe had over 75 million users who had created an ID and tried the product. A large portion of them weren't coming back, and it wasn't clear why.
I ran consumer research to trace where users were dropping off, then mapped it against product data to identify the specific gap. What came out was a significant ARR growth opportunity that hadn't been tracked or addressed.
The engagement model was built around pushing users toward conversion. But the data suggested that users who stayed in the product longer on their own terms were significantly more likely to convert. Redesigning the free engagement logic around that behavior unlocked substantial additional growth potential.
The work required staying in sync across PM, engineering, sales, and PMM: translating product complexity into narratives and roadmap priorities that each team could act on.
Results
- Identified a significant ARR growth opportunity
- Unlocked substantial additional growth potential
- Cross-functional alignment across PM, engineering, sales, and PMM